2. Me and my hashtags
Josh Seiden
www.proof-nyc.com
@jseiden
@proof_nyc
#leanUX
#leanStartup
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5. Making things people want
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6. Making things people want
• Most new products fail…
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7. Making things people want
• Most new products fail…
• …because they fail to offer things that people
want.
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8. Making things people want
• Most new products fail…
• …because they fail to offer things that people
want.
• Startup risk = market risk + technical risk +...
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9. WHAT IS LEAN STARTUP?
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10. Should we build it?
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11. What is Lean Startup?
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12. What is Lean Startup?
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13. What is Lean Startup?
Lean Startup is a management approach that
entrepreneurs can use to reduce market risk.
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15. Startup?
“A startup is a institution designed to create
something new in conditions of extreme
uncertainty.” -- Eric Ries
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16. Startup?
“A startup is a institution designed to create
something new in conditions of extreme
uncertainty.” -- Eric Ries
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17. Startup?
“A startup is a institution designed to create
something new in conditions of extreme
uncertainty.” -- Eric Ries
These concepts apply to any attempt to create new
value in conditions of uncertainty, where small
failures do not pose life-threatening risk.
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19. Startup?
“A startup is a temporary organization designed to
search for a repeatable and scalable business
model.” -- Steve Blank
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20. Startup?
“A startup is a temporary organization designed to
search for a repeatable and scalable business
model.” -- Steve Blank
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21. Startup?
“A startup is a temporary organization designed to
search for a repeatable and scalable business
model.” -- Steve Blank
These concepts apply to any attempt to create new
value in conditions of uncertainty, where small
failures do not pose life-threatening risk.
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24. Foundational ideas
Steve Blank: Get out of the building
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25. Foundational ideas
Steve Blank: Get out of the building
Lean Manufacturing: Reduce waste, go to the source
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26. Foundational ideas
Steve Blank: Get out of the building
Lean Manufacturing: Reduce waste, go to the source
Agile: small batches, collaboration
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27. Foundational ideas
Steve Blank: Get out of the building
Lean Manufacturing: Reduce waste, go to the source
Agile: small batches, collaboration
Web 2.0: SaaS, open source platforms and frameworks
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28. Foundational ideas
Steve Blank: Get out of the building
Lean Manufacturing: Reduce waste, go to the source
Agile: small batches, collaboration
Web 2.0: SaaS, open source platforms and frameworks
Design Thinking: Design methods applied to business
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30. Lean and the Design of Business
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31. Lean and the Design of Business
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32. Lean and the Design of Business
Every decision you make about your offering is a
design decision.
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33. Lean and the Design of Business
Every decision you make about your offering is a
design decision.
Every design decision is an hypothesis.
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34. Lean and the Design of Business
Every decision you make about your offering is a
design decision.
Every design decision is an hypothesis.
Declare your assumptions and test them.
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35. Lean and the Design of Business
Every decision you make about your offering is a
design decision.
Every design decision is an hypothesis.
Declare your assumptions and test them.
Evaluate your results ruthlessly, and be prepared to
change course.
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36. Reduce Inventory, Risk and Waste
Make a Get
design feedback
decision from market
Concept credit: @clevergirl
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37. Reduce Inventory, Risk and Waste
This is
going to be
BIG!
Make a Get
design feedback
decision from market
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38. Reduce Inventory, Risk and Waste
This is No one
going to be clicked.
BIG!
Make a Get
design feedback
decision from market
Concept credit: @clevergirl
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39. Reduce Inventory, Risk and Waste
This is No one
going to be clicked.
BIG!
Make a Get
design 9 MONTHS feedback
decision from market
Concept credit: @clevergirl
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40. Reduce Inventory, Risk and Waste
This is No one
going to be clicked.
BIG!
Make a Get
design 9 MONTHS feedback
decision from market
A FEW HOURS Concept credit: @clevergirl
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41. Less risk, more often
The old
way...
The new
way!
Concept credit: @clevergirl
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42. Nail it, then scale it. Key ideas…
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43. Nail it, then scale it. Key ideas…
• Prioritize learning over growth
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44. Nail it, then scale it. Key ideas…
• Prioritize learning over growth
• Prioritize making over analysis
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45. Nail it, then scale it. Key ideas…
• Prioritize learning over growth
• Prioritize making over analysis
• Frame your business as a set of hypotheses
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46. Nail it, then scale it. Key ideas…
• Prioritize learning over growth
• Prioritize making over analysis
• Frame your business as a set of hypotheses
• Reality testing
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47. Nail it, then scale it. Key ideas…
• Prioritize learning over growth
• Prioritize making over analysis
• Frame your business as a set of hypotheses
• Reality testing
• Get out of your own head
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48. Nail it, then scale it. Key ideas…
• Prioritize learning over growth
• Prioritize making over analysis
• Frame your business as a set of hypotheses
• Reality testing
• Get out of your own head
• Ruthlessly challenge your idea via experiments
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49. Nail it, then scale it. Key ideas…
• Prioritize learning over growth
• Prioritize making over analysis
• Frame your business as a set of hypotheses
• Reality testing
• Get out of your own head
• Ruthlessly challenge your idea via experiments
• Run fast iterations
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70. Discussion
• What methods and work styles did you observe?
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71. Discussion
• What methods and work styles did you observe?
• What challenges could you face when applying
these methods at your organization?
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73. LUXr’s 9 Principles for Lean Teams
1. Design + biz + development + ... = 1 product team.
2. Externalize!
3. Goal-driven and outcome-focused.
4. Repeatable and routinized.
5. Research with users is the best source of information.
6. Focus on solving the right problem.
7. Generate many options & decide quickly what to pursue.
8. Recognize hypotheses & validate them.
9. Rapid cycles: think/make/check.
Source: www.luxr.co
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74. Unique challenges in the enterprise
1. Functional silos
2. Managing output vs. outcome
3. Established brands
4. Established customer expectations
5. Legacy infrastructure
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75. Applying Lean Startup Methods
HOW TO: FOR MANAGERS
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76. Setting up the environment for success
1. Teams: cross-functional teams
2. Incentives: problem-focused teams
3. Frames: requirements vs hypotheses
4. Environment: permission to experiment
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77. Applying Lean Startup Methods
HOW TO: FOR PRACTITIONERS
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78. Process
To replace requirements with hypotheses:
1. Identify assumptions
2. Test the riskiest assumptions first
3. Express assumptions as hypotheses
4. Break hypotheses down into testable parts
5. Use MVPs to test your hypothesis
6. Get out of the building
7. Lather, rinse, and repeat
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79. If you liked this talk, please follow @jseiden
THANK YOU! @proof_nyc
lets-talk@proof-nyc.com
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Hinweis der Redaktion
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Lean Startup is a management approach for innovation:\n Foundation: Lean manufacturing - reduce waste, respect for people, go to the source.\n Fertile ground: agile development, design thinking, technology infrastructure advances \n Steve Blank: Get out of the building to find a repeatable model.\n Eric Ries: Process is not enough - validate value.\n \n